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| Criterion |  Business Strategy Value Chain Analysis |  Architecture SAAM (Software Architecture Analysis Method) |  Product Strategy DIBB |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | SAAM helps teams judge an architecture’s suitability for selected tasks and changes. It is particularly useful for examining modifiability and comparing architecture alternatives with clear reasoning. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Half day | Preparation, scenario analysis, and findings review; effort depends on scope | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | Architecture experts and stakeholders for scenarios and weighting | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Domain functions mapped to components and connections, Quality attributes and evaluation criteria, Typical tasks and their effects on the architecture, Reasoned evaluation or comparison of alternatives | DIBB document, Belief list, Bet list, Learning report | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ArchitectureChangeAnalysisComparisonQuality | StrategyDecisionAssumptionsHypothesis | DecisionChangeLearningStrategy |